dc.contributor.author | Maboko, Abigael | |
dc.date.accessioned | 2013-03-01T06:09:05Z | |
dc.date.issued | 2012 | |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/12722 | |
dc.description.abstract | e study established that employees job performance is crucial to the ministry’ overall
performance ; employees’ awareness of change lacks in the ministry due to bureaucracy
that is within the ministry as decisions and communication go through several layers.
During and after change management the organization requires different sets of skills to
achieve certain level of performance; employees who remain after the change process are
left with a huge work load and this places them under extreme stress and that during the
period of strategic change in the ministry the nature and content of jobs change which
affect individual employees’ performance.
There is need for the ministry to provide adequate support and development to managers
to help drive change through the organization; to reduce the levels of uncertainty in the
organisation and facilitate acceptance and improved performance by communicating to
employees. Employees who are affected by organizational changes need to be trained
and also be given the opportunity to vent their feelings through consistent communication
and listening process. There is need for constant review of the job performance levels
of the employees who are handling redesigned jobs so that they can be able to take
remedial action in case of poor performance by the employees.
The world is always changing with time, and managers face complex and challenging
pressures and opportunities. Faced with stiffer competition and dizzying technological
advances, companies often must change course to stay competitive. The changes must
inevitably improve employees performance, however in order to achieve high
performance through employees, the organization must consider them as assets and must
treat them with attention so that they become productive (Harington, 2003). The purpose
of the study was to investigate the relationship between strategic change management and
employee performance at the Ministry of Finance, Kenya. The study sought to answer
the question how does strategic change promote employee performance at the Ministry of
Finance in Kenya? The study will be significant to the Ministry of Finance, other public
service organizations and even the private sector will be able to gauge the adequacy or
capability of major responses to the ever-increasing changing environment in the public
service, the face of deregulation and liberalization and how they can apply them in
challenging environmental surrounding in their day-to-day business. The study will
facilitate individual Researchers to identify gaps in the current research and carry out
research in those areas. | en |
dc.description.sponsorship | The University of Nairobi | en |
dc.language.iso | en | en |
dc.subject | Strategic change management | en |
dc.subject | Employee performance | en |
dc.subject | Ministry of finance, Kenya | en |
dc.title | Relationship between strategic change management and employee performance at the ministry of finance, Kenya | en |
dc.type | Thesis | en |
local.publisher | School of Business | en |