Change Management Practices at Kenya Revenue Authority

Abstract

The prevalent dynamics in the current business environment offers no guarantees. The need for change management within organizations in order for them to survive and remain competitive has only increased over the last five decades. To remain competitive, organizations must be able to quickly respond to change. Change is a constant feature of organizational life and the ability to manage it is seen as a core competence of successful organizations. Change management is the application of knowledge, tools and resources to leverage the benefits of change. KRA has embraced reliable change management practices in its change process and that for KRA to successfully implement change there must be planning, constant communication, training and evaluation of the change process. This study sought to examine the change management practices adopted by KRA and also the challenges of change management in the organization. The study was based on the Resource Based view and Dynamic Capability Theories. The research was a case study and an interview guide was used to collect data. The data collected was analyzed using content analysis. The study established that there were some changes that were implemented in the organization and the change agents were identified from the employees within the organization. It was also found out that resistance to change was a major impediment to change coupled with structural constraints. The study recommended that organization should be flexible and organization structural strategy should be linked to all departments. It also recommended that all employees and stakeholders should be involved in change management process.