Change Management and Organizational Performance at Eldoret Water Resources Authority, Kenya

Abstract

Most institutions have continued to face an increased pace of the rate of change over the past five decades as occasioned by advancing in technology, organization dynamism and changing legislation driving need for strategic change and realignment of organizations. This has equally affected Eldoret Water Resources Authority in Kenya, leading to initiation and implementation of a number of strategic changes. Despite this, the effect of change management on organization performance has not yet been clearly explained. This study therefore, established the effect of change management on the performance of Eldoret Water Resources Authority in Kenya. It was guided by the Kurt Lewin Change theory, John Kotter’s change theory and Stakeholders theory. The study adopted a case study research design, collected primary data through interview of departmental managers of the authority. The study employed content analysis, in which verbal responses were categorized, classify, summarize, and tabulate for analysis. The qualitative analyzed result showed the organization has experienced change management in technological process, organization structure; enactment of Water Act 2016, changes in top management, and automation of processes. Further result indicated stakeholder key roles in the change management process are in helping in the accomplishment of the organization objectives; key stakeholders of the organization are the community members, Water Resources Users Association, County Commissioners Office, County Government, NEMA and Kenya Forest Services. Result for drivers of choice of strategic planning are need to achieve the set goal of the organization; need to aligns its functions, increase operational efficiency and achieve a proactive organization rather than reactive among others. Additional result indicated strategic planning is proactive and has enabled achievement of set objectives; successful implementation of the strategic plan; achievement of competitive advantage within the organization; set up a sense of direction for the organization; and ensures successful implementation of the strategic plan. However, results on strategic change implementation challenges were resistance to change, operations alignment and expertise requirements and options to address them were teaching employees on the need to accept change; sharing positive results on introduction of change; involving employees in change planning; among others. The study concluded that change management process has positive effect on organization performance. The study recommends the management to enhance stakeholder engagement and strategic management of the authority.