Abstract
Purpose: The purpose of this study was to analyze the effect of structural change management on employee performance in the Parliamentary Service Commission (PARLSCOM) and it was undertaken through descriptive research design. Methodology: The study targeted all the nine hundred and fourteen employees of PARLSCOM. Stratified and simple random sampling techniques were used to select a sample of ninety one participants from the target population. Self-administered questionnaire and interview guides were used to collect primary. Secondary data was obtained from PARLSCOM’s annual reports, government publications and earlier research. Reliability of the instruments was tested using Cronbach’s alpha reliability. Data was analyzed using descriptive and inferential statistics. Multiple linear regression analysis was done using Microsoft Excel 2013 Analysis ToolPak and output used to test study hypotheses. Results: The results indicated that structural change management had a positive significant effect on performance of employees in PARLSCOM.Unique contribution to the theory, practice and policy: The study recommends that structural change management is a critical factor in increasing employee performance, therefore HR managers should ensure clarity and stability in the organization’s structure during change management in order to enhance employee performance. Finally, the study recommends further research be done by replicating the same study in other organizations and also using other independent variables other than the ones used in this study.
Highlights
Success or failure of an organization depends on performance of its employee
This study focused on organizational change management and employee performance in the public sector organizations using the case of the Parliamentary Service Commission of Kenya
To determine whether structural change management affects the performance of employees of Parliamentary Service Commission in Kenya, null hypothesis H01 was formulated, with the assumption that there is no relationship between structural change management and employee Performance in Parliamentary Service Commission in Kenya
Summary
Success or failure of an organization depends on performance of its employee. Public organizations often need to implement changes in governance, design and delivery of public services and that, employees play a central role in implementation of these changes (Carter, Armenakis &Mossholder, 2013; Van der Voet, Kuipers and Groeneveld, 2016). Decision making is a preserve of the top management who have tight control over departments and divisions. Organizations may find it necessary to change their organization structures in order to remain competitive or adapt to changes that have happened or are anticipated to happen to the organization. According to Lewin’s Three-Step Change Theory, there are three steps through which organizational change should go through. Employees are made aware of the current state of things in the organization and the need to change them. The third stage in refreezing, during refreezing, the implement change is guarded to ensure it is fully adopted by the employees and that there is no room for people to return to the previous ways of doing things (Cummings, Bridgman & Brown, 2016)
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