| dc.description.abstract | Organizations change largely in response to the external circumstances. Strategic change
management in organizations involves two aspects; the people who are to initiate and
implement the changes and the systems that are needed to effect the changes and enable
them to be realized. The motivation of the study was the fact that the Kenya Revenue
Authority has a wide range of stakeholders from the government, private organizations,
international organizations, to the general public who are contributors of revenue, the
core function of the Authority.
Organizations who successfully manage change are those which have integrated their
people management policies with their strategies and the strategic change processes. The
management must be critically concerned with the way employees relate to the nature
and direction of the organization and as such they can both block strategic change and
also be significant facilitators of the same. The research focused on analyzing the
attention the Kenya Revenue Authority’s giving people concerns during its change
initiatives.
The main objectives of the study were, to establish the people management strategies
used by the Kenya Revenue Authority in implementing strategic change, to identify the
strategic change responses that have occurred in the Authority and to establish the
strategy support practices offered to employees by the Authority. The study was a survey
of the Kenya Revenue Authority employees in which a sample of fifty three (53)
respondents was used. The data collected was presented using tables and analyzed using
descriptive statistics, proportions, percentages and measures of central tendency.
The major findings were change implementation in the organization ignored the
important details and use of proper communication strategies. It underestimated the need
to gain behavioral alignment and development of trust. The organization did not develop
structures to capture and to handle with sensitivity employees emotional reactions
towards change.
Recommendations made were that there mist be mechanisms to monitor employee
responses to organizational change since this has an effect on employee-employer
relationship and that trust is crucial for organizational success. The leaders should
address both the emotional and practical issues through the hard and softer people
management practices. The strategies that provide the opportunity to build trust and
commitment within the newly restructured organization should be used. Establish the
strategy support practices responses study had three objectives, first, to establish the
people management practices used | en |
