Communication Strategies for Change Management in Public Institutions: a Case Study of State Department for Public Service

Abstract

The aim of this study was to find out strategies used to communicate change in public sector institutions with reference to the State Department for Public Service. The specific objectives of the study were; (1) to explore the strategies used to communicate change in the State Department for Public Service, (2) to analyze feedback from employees on change communication, (3) to examine communication factors affecting change management and (4) to determine the effective communication strategies necessary for efficient and effective change management. The Study was guided by the ecological model, organization theory, and force field theory of communication. The study took place at the State Department for Public Service located at Harambee House, Nairobi. The study adopted descriptive study design so as to provide a detailed description of state of affairs in the State Department for Public Service. The target population was 308 participants who were staff from the State Department for Public Service as per human resource management compliment records. The sample size was 100 participants selected from staff records of all departments using systematic random sampling. This represented approximately 32.47% of the population of 308 calculated using Borg & Gall (2003) formula used when population exists in hundreds to ensure that the results are representative and reliable. The study adopted mixed method research with questionnaires and interview schedules being the instruments of choice. Interviews were conducted to the Principal Secretary and the technical heads of departments while survey was conducted on other employees of the department. Quantitative data was analyzed using descriptive and inferential statistics and the results presented in tables. The qualitative data was analyzed thematically and presented through narrations. The study highlighted the critical role of effective communication during transitions with leadership playing a key role in keeping employees informed and engaged. Physical sessions, such as workshops, were identified as effective mechanisms for gathering feedback. The department employed a variety of communication channels, including letters, memos, face-to-face meetings, emails, instant messaging, and social media. Social media emerged as the leading platform signaling a shift toward real-time, inclusive communication. Additionally, training and inclusive practices were found to empower employees at all levels to share ideas and feedback thus enriching decision-making processes. While social media and workshops were found to be effective, the limited use of digital tools for continuous interaction presented an opportunity for improvement. The study recommends the leadership to build on the success of social media by using it not only for updates but also as an interactive platform for discussions and real-time feedback. The study also recommends the department to provide target training to all employees to ensure they are equipped in digital communication tools for efficient interaction in the field of emerging communication trends.