EFFECT OF STRATEGIC CHANGE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE IN PUBLIC UNIVERSITIES IN KENYA
Abstract
The quality of university education has become such a high profile issue, in the 21st century due to the changes and challenges that face the entire education system in the world. The challenge that most managers in Kenyan public universities are facing in today’s rapidly changing economy is to ensure organizational performance using the right tools to evaluate their own performance against rival results. This study sought to investigate effect of strategic change management on organizational performance in public universities in Kenya. It was guided by the following specific objectives: To establish how visionary leadership in change influences organizational performance and to find out how planning for change influences organizational performance. The study employed a descriptive research design and was carried out in two of Kenya’s public universities; Kenyatta University and Moi University which were purposively sampled. The sample constituted management and administrative personnel who comprised the following: principals of colleges, deans of faculties, registrars (academic and administration) and Heads of Departments in the two public universities. A sample of 65 respondents participated in the study. Data was collected using a semi structured questionnaire and analysed using both descriptive and inferential statistics with the help of SPSS version 20. The results were then presented in form of tables and graphs. The results of the study indicate that while the predictor variables Planning Change and Visionary Leadership were significantly related to the Organizational performance. Visionary Leadership significantly influenced the Organizational performance of public universities. Recommendations drawn from the study included leadership support through leadership alignment and buy-in in the change process.
Key Words: Visionary Leadership, Planning for Change, Change Management, Organization Performance
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DOI: http://dx.doi.org/10.61426/sjbcm.v3i4.336
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