Change Management And Organisational Performance Of Kenya Agricultural And Livestock Research Organization

ABSTRACT

As the rate of economic growth increases, organizations become more complex. People, processes, rules, strategies, and basic units become more involving. Therefore, change in style and procedures of organizational management are inevitable. In Kenya, there are several reforms in governance and management of public institutions, parastatals and Government Owned Entities (GOEs). However, not all reform initiatives have proved efficient and effective for the public organizations in pursuit of their mandate vis a viz national and county agenda. In particular, the Kenya Agricultural and Livestock Research Organization faces challenges in implementing these reforms. This study analyzed the relationship between change management in relation to reforms and organizational performance of KALRO. This study outlines financial reforms, administrative reforms, regulatory reforms, and devolution

reforms as the main correlates of change management in GOEs in Kenya. This research study was based on stakeholder theory, Neo-Taylorism Theory and the Theory of Public Choice. The study majorly relied on a descriptive research design with a target population comprising 457 employees in management and administration of the 16 KALRO institutes from which a sample consisting of 82 participants was drawn and used. In addition, the researcher adopted

a stratified random sampling technique to provide sufficient information since the population is wide. The required research data was obtained by the use of structured questionnaires and analysis of the data done using IBM’s SPSS software version 24. The structured questionnaires were self-administered via a drop and pick method. The researcher conducted a Pearson correlation analysis and a regression analysis to determine the relationship between the study variables. The regression results (r2=0.141) and (R=0.375) reflected a positive

correlation between the Change Management and Organizational Performance. In particular, the results of the study show that there is a fairly strong, positive and statistically significant relationship between financial reforms and organizational performance. The study showed a weak, positive and statistically significant correlation between administrative reforms and organizational performance. The study also revealed a weak, positive and statistically significant relationship between regulatory reforms and organizational performance. Besides, the study indicated a fairly strong, positive and statistically significant relationship between devolution reforms and organizational performance. It was expected that the findings of the study were not only helpful to KALRO, but also different stakeholders in the state corporations as well as national and county governments in formulating decisions related to change in operations and performance.