Impact of Change Management on the Performance of Regional Centre for Mapping of Resources for Development (RCMRD) in Kenya

Abstract

Due to the rapid technological and economical changes happening around the world, change management has become an absolute necessity for effective organizational leaders. The broad objective of this study was to determine the impact of change management on the performance of RCMRD. The research study employed a descriptive survey research design and targeted all seventy staff members of RCMRD who were sampled using the census method. Quantitative data was collected using structured closed-ended questionnaires that were later analyzed using SPSS software version 20 for descriptive and inferential statistics before the final report was prepared and presented using tables. The research findings indicate that there exists a positive and significant relationship between change management and organizational performance at RCMRD at 0.579. It was further established that change management using Kotter’s eight-stage model for leading change had a statistically significant influence on performance at a 98.3 percent confidence level. It was also found that despite the fact that the model is statistically significant, no single step of the model can significantly impact performance and therefore the need for management of RCMRD to ensure that all the steps are followed when implementing organizational changes. The value of the study was to help RCMRD in determining the effectiveness of the changes it has been carrying out and therefore, help it in making decisions from an informed platform. The study was limited to one specific area of study and since it was self-reporting, some respondents were likely to have responded in their own subjective manner. In the future, other studies can test the combined influence of leadership, culture, and employee motivation on organizational performance.