INFLUENCE OF STRATEGIC CHANGE IMPLEMENTATION ON EMPLOYEE PERFORMANCE IN STATE DEPARTMENT FOR CORRECTIONAL SERVICES IN KENYA
Abstract
The purpose of the study was to explore the influence of strategic change management implementation on employee performance in the state department of correctional services in Kenya. The study was guided by the following objectives; to establish the influence of vision and strategy, communication, transformative leadership and organizational culture on employee Performance in the state department of correctional services in Kenya. The study adopted a descriptive survey research design on a target population of 873. Simple random sampling technique was used to select the sample of 238 respondents from the KPS and DPAS. Both quantitative and qualitative data was analyzed. The study used a standard questionnaire to obtain data from respondents. Validity of the data collection instruments was ascertained using pilot studies and expert opinion while reliability was ascertained by use of test-retest method where Cronbach’s Alpha coefficient was computed. Statistically quantitative data was analysed using both descriptive and inferential statistics with the aid of the Statistical Product and Service Solutions (SPSS) software (formerly known as the Statistical Package for the Social Science) and all statistical procedures were performed within 95% confidence interval. Study findings revealed a statistically significant relationship between vision and strategy and employee performance in the state department of correctional services, a significant relationship between communication and employee performance, a significant relationship between transformative leadership and employee performance and a significant relationship between organizational culture and employee performance in the SDCS. Findings of this study bridged the gap in knowledge with regard to the contribution of strategic change implementation and employee performance in the SDCS and beyond.
Key Words: Vision and Strategy, Communication, Transformative Leadership, Organizational Culture, Employee Performance
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DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.935
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