Strategic Change Management Practices Adopted by the National Government Administration Department in Kenya

Abstract

Strategic change is an inevitable phenomenon which requires to be managed by organizations in all areas if they have to maintain their competitiveness. The technological advancement, market niche, information structures, the global economy, societal norms, labor force demographics and the political environment have significant consequences on the processes, products and services produced. This study, therefore sought to assess the strategic change management practices and challenges of implementation by the National Government Administration department in Kenya. This research study adopted a case study design which was deemed appropriate because it entails a cautious and comprehensive observation of social elements and also offers a broad understanding of those social elements or phenomenon under study. The primary data was collected using a comprehensive interview guide. The analysis of the data collected used Content Analysis Approach due to its qualitative nature. This is because the nature of data collected is qualitative in nature. The study concluded that National Government Administration Department indeed uses change management practices such as Result based management practices, transformation of departmental image, citizen participation in service delivery, rationalization of administrative units, migration into digital era, improved financial and non-financial facilitation, intergovernmental relations and refined roles. The study also concluded that that strategic change management in National government administration department has led to effective and efficient service delivery and that strategic change management has strengthened and transformed the image of the NGAO consequently improving employees‟ morale. Further, the study concluded that the key challenges facing National government administration department to be departmental cultural issues, inadequate resources both financial and non-financial, failure to communicate or give timely feedback to stakeholders, high staff turnover, failure to equip the staff in relevant knowledge to adapt to strategic change, frequent transfers, lack of involvement of all staff in the strategic change implementation and long bureaucratic processes which results to inefficient service delivery and corruption. The study recommends continuous restructuring process, improvement in rewarding of staff, better resource mobilization and enhanced monitoring and evaluation process in order to cement and reinforce the change in the organization.