Employee perception of strategic change at Sphinx pharmaceuticals
In order to realize collective organizational change individual teams or groups must undergo the required changes. Employees are deemed to be the major stakeholders in an organization, thus a critical factor influencing performance and thereby the success of any organization is how employees perceive the various initiatives that the management of an organization introduces to realize their strategic goals. For change efforts to be effective, people need to change the ways in which they interact with other areas of the organization and understand their new roles and responsibilities. The real value of organizational change rests on its ability to alter an organizations identity, strategy, structure, operation and human resource as a means to enhance a firm's performance. A number of research have been done on strategic change management, which have given insights into the approaches, challenges and responses faced and practices in Kenyan organizations in the management of strategic change as well as the key factors influencing the changes. Interestingly, the studies have mainly concentrated on the views of senior management and top change leadership which has been cited as a limitation. This study seeks to research on strategic change management from the perspective of the employees who are affected by the change and who are expected to implement change successfully. The objectives of this study were to determine the employee perception of the strategic change in Sphinx Pharmaceuticals and to establish the factors that influence their perception. This was realized by carrying out a census survey on all the permanent employees of Sphinx Pharmaceuticals. The data analysis method is quantitative. Data presentation is in the form of frequency tables, graphs and charts. The findings of the study indicate that the employees of Sphinx were highly aware of the changes taking place and the reasons for the changes. They perceived themselves as having the ability and the desire to change. The perception of the need of change was highly in favor of the need to plan ahead and be competitive with increased efficiency being the highly favored objective of the change program. The findings further indicate that the employees would prefer to be more involved in the entire change process from identification of the need and not just in the implementation of the changes. They seek greater empowerment by further training them, and also effective and timely communication of the changes. The findings support documented theory on approaches to effective change management as well as previous studies on organizational strategic change and provides key information on how employees view change and how it impacts them.