FACTORS AFFECTING STRATEGIC CHANGE MANAGEMENT IN THE PUBLIC SECTOR: A CASE OF THE MINISTRY OF ENERGY AND PETROLEUM
Abstract
The operating environment for business has become very volatile following increased globalization and internationalization of firms. The study specifically aimed to determine the effect of top leadership support on strategic change management; establish the effect of communication on strategic change management; assess the effect of organizational culture on strategic change management; and identify the effect of stakeholder involvement on strategic change management in the Ministry of Energy and Petroleum. The study adopted descriptive research design and the target population consisted of various respondents from different departments in the Ministry of Energy and Petroleum. The study collected primary data using semi-structured questionnaires. Secondary data was collected from relevant documents and reports from the Ministry of Energy and Petroleum. Quantitative data was analyzed using mean, standard deviation, percentages, frequencies and Statistical Package for Social Sciences. The study found out that top leadership affects strategic change management in the Ministry of Energy and Petroleum moderately and that communication greatly affects strategic change management in the Ministry of Energy and Petroleum. The study also found out that government way of performing tasks affected strategic change management and that underlying assumption on how government operations are carried out promoted strategic change management. The study revealed that stakeholder involvement affected strategic change management at the Ministry of Energy and Petroleum to a great extent. The study concluded that communication had the greatest effect on strategic change management in the Ministry of Energy and Petroleum, followed by top leadership support, then stakeholder involvement while organization culture had the least effect on strategic change management in the ministry of energy and petroleum. The study recommended that the Government of Kenya through the Ministry of Energy and Petroleum embarks on organizational diagnosis with a view of institutionalizing change practices in the public sector. The Ministry should adopt continuous staff training and create awareness; enhance a sustainable change implementation plan; hire competent managers; create staff empowerment and rewarding system; enhance job rotation as well as set and review organizational goals.
Key Words: Top Leadership, Communication, Organizational Culture, Stakeholder Involvement, Strategic Change Management
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i4.612
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