Impact Of Strategic Change On Employee Performance At The Ministry Of Finance, Kenya

Abstract

The main objective of this study was to determine the impact of strategic change on employee performance at the ministry of finance, Kenya. The study was guided by the following specific objectives: To establish the forces for strategic change in Ministry of Finance, to identify the critical success factors of strategic change in the Ministry of Finance and to establish how strategic change factors have an impact on Employee performance in the Ministry of Finance. This research adopted a descriptive research design. The ministry of finance had a total of 3,000 employees and a sample size of 352 was obtained at a confidence level of 95% with a margin of error at 0.5%. The study used primary data collection. Data analysis included use of quantitative techniques. The collected data was coded and analyzed using the descriptive statistics, specifically mean to describe each variable under study. Pearson’s Correlation and ANOVA were used to determine the relation between the variables. The data was analyzed using Statistical Package for Social Sciences (SPSS) program and presented using tables to give a clear picture of the research findings at a glance. On the forces of change, the findings established that organizations adapt to external forces such as new technologies, markets or legislations. Internal forces such as changes in staff, or tuning of policies and procedures new management practices would transform a public organization in the same manner as a private organization. The critical success factors of strategic change included negotiation, mobilizing the awareness on change, handling employees’ grievances and the top down change initiatives which had an impact on the service delivery, boosting communication, empowering people and improving the employees and organization performance. The study recommends that the Ministry of Finance should continuously implement change to improve its operations. The organization leaders should reinforce new behaviors, attitudes and organizational practices. Top down change initiatives should be developed with the collaboration of senior managers and a wide group of individuals within the organization to make change successful. There should also be a good relationship between the management and employees after the implementation of change. Hence, strategic change interventions should be a powerful tool for improving the organization performance and efficiency