Change Management Strategies and Performance of Non-Governmental Organizations in Kisumu County
DOI:
https://doi.org/10.47941/jbsm.3301Keywords:
Change Strategies, Organizational Performance, Non-Governmental Organizations (NGOs), Organizational CultureAbstract
Purpose: The aim of this study was to assess the influence of change management strategies and performance of NGOs.
Methodology: The study adopted the descriptive research design. The target population of the study were senior managers from the existing NGOs Kisumu with a sample size of 64 respondents which is 10% of the target population. The data collection instrument used was a structured questionnaire. The study mainly used primary data. Primary data was collected using self-administered questionnaires. A pilot study was done to test the validity and reliability of the data collected instruments. The study adopted a multiple regression analysis to the test the significance levels of one variable over another. Analysis of variance (ANOVA) was used. Data obtained were analyzed using Statistical Package for Social Sciences (SPSS).
Findings: The results showed that communication clarity (β = 0.263, t = 3.229, p = 0.002), leadership strategy (β = 0.215, t = 2.955, p = 0.004) and organizational culture (β = 0.517, t = 4.998, p = 0.001) were all positive and significant in explaining performance of NGOs in Kenya. While Alignment of Change (β = 0.125, t = 1.080, p = 0.282) had a positive but insignificant relation with performance.
Unique Contribution to Theory Practice and Policy: The study recommends that organizations should prioritize its communications with employees, align their visions with the needs of their stakeholders, build leaders who can guide and control the change processes and to create cultures that support change management initiatives.
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