Challenges of Change Management in Secondary Schools of Trans-nzioa County, Kenya

Abstract

Change management is essential because of the fact that today, there is increased and unprecedented scrutiny from stockholders (such as parents, community and school sponsors) and the media. Prying eyes and listening ears raise the stakes for failed business endeavours and increase the pressure on struggling executives. It is from this background that this study conducted a research on challenges of change management among secondary schools in Trans-Nzioa County. This study used a descriptive survey design to obtain quantitative data through the use of questionnaires with a set of closed-ended and open-ended questions. The study population consisted of 227 Public secondary schools in Trans-Nzioa County with a sample size was 25 schools that were selected through random sampling procedure. Data analysis was done by first checking the questionnaires entries for consistency and accuracy then arranged to simplify coding and tabulation. Descriptive statistics were used in measures of central tendency, proportions and frequency distributions to analyze data. It was found out that 56% of secondary schools in Trans-Nzioa County suffer financial challenges and cannot therefore execute potentially good management changes. Besides, 44% of secondary school principals in Trans-Nzioa County do not involve students, teachers and other stakeholders when formulating and implementing changes that may affect their current behaviour or conduct. Only 36% attempted to involve these stakeholders in the entire process of new management changes. In the order of their prevalence, the research found out that change management challenges that mostly affect secondary schools in Trans-Nzioa are legal challenges with a mean score of 3.64, ultimatums from financial sponsors (3.60), financial challenges (3.44), consensus building (3.32), resistance (3.16) and poor weather (3.12). Other challenges as pre-identified were noted to be insignificant as obstacles to change management in secondary schools in Trans-Nzioa. These include community interference (3.00), socio-cultural and religious interference (2.76) and political interference (2.48). In conclusion, the study found out that many public secondary schools in Trans-Nzioa County faced financial and legal challenges in enabling change management practices. It was therefore recommended that the legal framework within which schools operate be revised to allow principals take control and instil development-oriented changes in their institutions without fear of litigation.