CHANGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE OF SACCOS: METROPOLITAN NATIONAL SACCO, KENYA
Abstract
This study evaluated the relationship between change management and organizational performance in the MNS, a SACCO in Kenya. The guiding research objective included investigating the influence of change management on the performance of Metropolitan National SACCO. The study adopted Kotter’s and the Burke-Litwin models of change. This study adopted a descriptive research. Data collection involved the use of a semi-structured questionnaire self-administered. The target and accessible population was 3 branches and 2 business service centers, accounting for 40 respondents. The study found a strong and positive relationship between change management and organizational performance. It concluded that leadership (.001), organizational learning (.001), stakeholder involvement & engagement (.023) and communication (.014) were significant predictors of performance. The study also recommended utilization of Kotter’s Eight Steps of Change and the Burke-Litwin change model in SACCOs as they implement change and focusing on employees as major points of the change processes other than the act of implementing change only.
Keywords: Change Management, Performance, Organizational Learning, Communication, Stakeholder Involvement
CITATION: Njoroge, R. N., Muhoho, J., & Kinyua, G. (2021). Change management and organizational performance of SACCOs: Metropolitan National SACCO, Kenya. The Strategic Journal of Business & Change Management, 8 (4), 81 – 95.
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DOI: http://dx.doi.org/10.61426/sjbcm.v8i4.2087
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