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INFLUENCE OF STRATEGIC CHANGE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE: A CASE OF INSURANCE BROKERS IN KENYA

 

Anne Kagwiria Mutabari

College of Human Resource and Development,

Jomo Kenyatta University of Agriculture and Technology

P. O. Box 62000, 00200 Nairobi, Kenya

Corresponding Author email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

 

Dr. Allan Kihara

College of Human Resource and Development,

Jomo Kenyatta University of Agriculture and Technology

P. O. Box 62000, 00200 Nairobi, Kenya

 

CITATION: Mutabari, A., K., & Kihara, A. (2017). Influence Of Strategic Change Management Practices On Organizational Performance: A Case Of Insurance Brokers In Kenya. International Journal of Strategic Management. Vol. 6 (5) pp 71 – 90.

 

ABSTRACT

 

Change affects the mode an organization operates and for them to succeed, they must be aligned to the ever constantly changing environment. The study aimed at determining the influence of strategic change management practices on organizational performance of Insurance Brokers in Kenya. Specifically, it aimed at establishing the influence of acquiring new technology, culture change, business process re-engineering and downsizing on organizational performance of Insurance Brokers in Kenya. The study employed a descriptive research design. This study focused on all 165 respondents of registered Insurance Brokers in Kenya. The study used census method of sampling and sampled all 165 Insurance brokers in Kenya. Primary data was collected by means of a semi-structured questionnaire. The qualitative data collected was analyzed through content analysis where a thematic framework was developed. The quantitative data generated was analyzed using descriptive statistics with the help of Statistical Package for Social Sciences (SPSS) version 20. Multiple regressions was used to determine the influence of strategic change management practices on organizational performance. The study concluded that there exists a positive relationship between technology adoption and organizational performance of Insurance Brokers in Kenya. The study further concluded that culture change is positively related to organizational performance of Insurance Brokers in Kenya. The study further concluded that employees embrace viewpoints/ideas of others in Insurance Brokers in Kenya. On Business process re-engineering, the study concluded that there exists a positive relationship between business process re-engineering and organizational performance of Insurance Brokers in Kenya. The study concluded that downsizing is positively related to organizational performance of Insurance Brokers in Kenya. The study further concluded that downsizing activities impact several employees or a significant percentage of a company’s staff.

Key Words: Acquiring new technology, Culture change, Business process re-engineering, Downsizing, Organizational performance, Insurance Brokers in Kenya

 

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