STRATEGIC CHANGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE OF THE PORT OF MOMBASA, KENYA

Abstract

The purpose of the study is to investigate the change management and organizational performance of the port of Mombasa. The target population of the study was top management and middle management staff from the seven management divisions of the port of Mombasa. The study adopted Slovins statistical formula to obtain a sample size of 234 respondents. The study employed stratified random sampling technique since the population is not homogenous. The study utilized primary data which was collected using structured questionnaires. The researcher adopted ‘drop and pick later’ method to distribute the questionnaires to the respondents. Pilot study was carried out to ascertain the validity and reliability of data collection tools. The collected data was analyzed, summarized and tabulated by use of SPSS software version 25 tool. The data analysis techniques used are descriptive statistics and inferential statistics and they were used to summarize the results for each of the study objectives. The correlation results revealed that organizational learning, communication plan, idealized influence and stakeholder involvement have significant and positive relationship with organizational performance.  In addition, regression results showed that all the predictor variables had significant effect on organizational performance.  It is concluded that the Mombasa port has knowledge acquisition policy in place which is well formulated and is intended to support change initiatives. The port blends and aligns initiated organizational change with moral principles. Further, the port can disseminate acquired knowledge in real time as it unfolds and training and development programs are regularly conducted to prepare port employees to handle change initiatives. In addition, a wide range of communication channels are used to ensure all stakeholders receive real time information regarding change. The role of informal groups is closely analyzed to ensure change information is relayed timely and reliably. The study recommends that the port hence the management should exhibit high standards of ethical conduct when dealing with employees. This could be complemented by developing transparent vision which is inspiring enough to employees. Also where necessary, the port management should motivate employees through their human characteristics beyond the power centric system to make them embrace change initiatives.

Key Words: Change Management, Organizational Learning, Communication Plans, Idealized Influence Stakeholder Involvement

CITATION: Thuku, R. W.,  & Simba, F. (2023). Strategic change management and organizational performance of the port of Mombasa, Kenya. The Strategic Journal of Business & Change Management, 10 (2), 1028 – 1042.